Discovering Unrealized Value in Products
Learn how to identify and measure unrealised value in your product using Evidence-Based Management, key metrics, and actionable steps to improve …
Unrealized Value is one of the four key value areas of Evidence‑Based Management and represents a group of measures focused on the potential value that could be captured with further improvements. Instead of being a single metric, it includes various indicators that assess untapped opportunities, such as latent market demand or areas for innovation. These combined measures offer insight into how much additional value remains available for the organization.
Unrealised Value refers to the potential value that an organisation has yet to capture, highlighting opportunities for improvement and innovation. It encompasses a range of indicators that assess untapped possibilities, such as latent market demand or areas ripe for enhancement. By focusing on Unrealised Value, teams can identify where they can optimise processes, innovate products, or better meet customer needs, ultimately leading to increased competitiveness and sustainability.
This concept is crucial for enabling teams to deliver value predictably and sustainably, as it encourages a proactive approach to recognising and addressing gaps in performance and capability. By systematically measuring and analysing Unrealised Value, organisations can create a culture of continuous improvement, fostering an environment where teams are motivated to explore new ideas and solutions. This long-term, systemic focus not only enhances current operations but also positions the organisation to adapt to changing market conditions and customer expectations.
Understanding Unrealised Value empowers teams to make informed decisions about where to invest resources and effort, ensuring that they are not just reacting to immediate challenges but are also strategically planning for future growth and success. This perspective shifts the focus from merely delivering current value to actively seeking out and realising potential value, which is essential for thriving in today’s dynamic business landscape.
Learn how to identify and measure unrealised value in your product using Evidence-Based Management, key metrics, and actionable steps to improve …
Explains how identifying and validating unrealised value, understanding user needs, and rapid feedback loops can enhance product development and …
Explains Scrum’s four key value areas—current value, unrealised value, ability to innovate, and time to market—for data-driven product and …
Learn how Evidence-Based Management uses data to guide Agile teams, improve decision-making, track value, and boost innovation, customer satisfaction, …
Explains how Scrum supports customer acquisition and retention in competitive markets by enabling rapid delivery, feedback, and continuous …
Explores how slow organisational processes, risk aversion, and excessive alignment cause promising ideas to stall, leading to lost innovation and …
Learn how product owners use Evidence-Based Management (EBM) to make data-driven decisions, track key value metrics, and maximise product value and …
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Graham & Brown
Healthgrades
Xceptor - Process and Data Automation
ProgramUtvikling
Lockheed Martin
Alignment Healthcare
Emerson Process Management
Jack Links
SuperControl
Cognizant Microsoft Business Group (MBG)
Qualco
DFDS
Ericson
Teleplan
Capita Secure Information Solutions Ltd
CR2
Philips
Big Data for Humans
Washington Department of Transport
Royal Air Force
New Hampshire Supreme Court
Ghana Police Service
Washington Department of Enterprise Services
Nottingham County Council
Illumina
SuperControl
Deliotte
New Signature
Boeing
Epic Games